An Empirical Study on Factors Affecting Organizational Commitment among Generation X

Cheah, Chew Sze; Chong, Venny Sin Woon; Yeo, Sook Fern; Pee, Kwee Wei

doi:10.1016/j.sbspro.2016.05.002

Cited by 20 publications

(17 citation statements)

References 23 publications

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“…Chelangat and Gachunga (2016) affirm that total reward practices play a pivotal role in organisational commitment (Chelangat & Gachunga, 2016). The current study is in line with the study of Cheah, Chong, Yeo and Pee (2016) which revealed that talent development and compensation significantly affect organisational commitment. Korir and Kipkebut (2016) reported a positive significant relationship between total rewards and organisational commitment.…”

Section: Discussionsupporting

confidence: 91%

Total rewards and its effects on organisational commitment in higher education institutions

Mabaso

Dlamini

2018

SA j. hum. resour. manag.

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Orientation: Retaining staff with special endeavours within higher education institutions has become a top priority and crucial for any organisational productivity and competiveness. Attracting and retaining talent has remained a critical and complex issue for human capital management in organisations.Research purpose: The purpose of this study was to investigate the impact of total rewards on organisational commitment measured by Total Rewards Scale and Organisational Commitment Questionnaire.Motivation for the study: There is paucity in research on the impact of total rewards on organisational commitment. Commitment of academic staff is significant as higher education institutions are influential in the development of a country.Research design, approach and method: This study employed the quantitative research method using a survey design. A semi-structured questionnaire was used to collect survey data. A sample of 279 academic staff, which was the total population of participants, was selected for this study.Main findings: Results show a positive and significant correlation between elements of total rewards (performance management, 0.387; recognition, 0.335; talent development and career opportunities, 0.328; compensation, 0.231; benefits, 0.213; work–life balance, 0.024) and organisational commitment. A variance of 52.3% of total rewards explained organisational commitment. Performance management, compensation, benefits, recognition, talent development and career opportunities significantly predicted organisational commitment. However, work–life balance indicated a negative effect on organisational commitment.Practical managerial implications: Findings of the study has implications to managers because they have to encourage and promote total rewards in order to enforce talent retention within higher education institutions for the benefit of both institutions and employees.Contribution: The results are important to managers with great interest in talent retention and can be used as guideline to develop rewards strategy.

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Section: Discussionsupporting

confidence: 91%

Total rewards and its effects on organisational commitment in higher education institutions

Mabaso

Dlamini

2018

SA j. hum. resour. manag.

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“…When a company can provide organizational justice in terms of distributive justice, procedural justice, and interactional justice, then employees will have high organizational commitment (Buluc & Gunes, 2017;Li et al, 2017;Cheah et al, 2016;Rahman et al, 2016;Qureshi et al 2016;Suliman & Kathairi, 2013;Zeinabadi & Salehi, 2011;).…”

Section: Relationship Between Organizational Justice and Organizationmentioning

confidence: 99%

“…Organizational commitment is influenced by perceived distributive justice and procedural justice (Qureshi et al, 2016;Rahman et al, 2016). Cheah et al (2016) concluded that organizational justice is one of the things which affect organizational commitment among employees. Kreitner and Kinicki (2014) also concluded that organizational justice based on the three dimensions of justice has a positive effect on organizational commitment.…”

Section: Relationship Between Organizational Justice and Organizationmentioning

confidence: 99%

“…Employee's perception of organizational justice is really important because it will give an impression of happiness to their job and bring up the organizational commitment (Buluc & Gunes, 2017;Qureshi et al, 2016). It proved that organizational justice has a positive impact on organizational commitment (Li, et al, 2017;Cheah et al, 2016;Suliman & Kathairi, 2013;Zeinabadi & Salehi, 2011). However, there's still some earlier research that can't prove that organizational justice has an impact on organizational commitment (Lambert, 2007).…”

Section: Introductionmentioning

confidence: 99%

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The Influence of Organizational Justice and Transformational Leadership Through Job Satisfaction on Organizational Commitment

Andini

Setiawati²

2020

JMD

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The purpose of this study was to determine the mediation of job satisfaction in a relationship between organizational justice and transformational leadership on organizational commitment. A total of 170 participants who are working in BIAS Yogyakarta have joined this research. Method of collecting data using a questionnaire by conducting regression with analyzing use t-test, F-test, Path analysis with Sobel test. The result of this study found that organizational justice has positive and significant impact on job satisfaction, transformational leadership have positive and significant impact on job satisfaction, organizational justice has negative impact on organizational commitment, transformational leadership have positive and significant impact on organizational commitment, job satisfaction has negative impact on organizational commitment, job satisfaction have mediating effect between organizational justice and organizational commitment, and job satisfaction have mediating effect between transformational leadership and organizational commitment.Kata Kunci: organizational justice, transformational leadership, job satisfaction, organizational commitment

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“…Training has an important impact on organizational promises [4]. Cheahet al found that trainingcan significantly affect organizational commitment [5]. Achieving competitive advantage for organizations depends mainly on the trained human resource.…”

Section: Introductionmentioning

confidence: 99%

Measures of Organizational Training in the Capability Maturity Model Integration (CMMI)

Khraiwesh¹

2020

IJACSA

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Training has a major impact on organizational commitment. Organizational objectives can be met by executing several training strategies and programs to enhance training. Organizational training aimed at developing employees' knowledge and skills. It shall enable employees to carry out their duties efficiently and effectively. Two goals and seven practices of the organizational training process area in the capability maturity model integration (CMMI) framework are analyzed through this study. That's done to set common measures for organizational training. CMMI is a framework for assessing and improving software systems. The researcher implemented the Goal Questions Metrics (GQM) model on two objectives and seven specific practices of the organizational training process area in CMMI. That's done to set measures.The researcher confirmed that the defined measures are the true measure for each one of the seven specific practices.

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An Empirical Study on Factors Affecting Organizational Commitment among Generation X

Cited by 20 publications

References 23 publications

Total rewards and its effects on organisational commitment in higher education institutions

Total rewards and its effects on organisational commitment in higher education institutions

The Influence of Organizational Justice and Transformational Leadership Through Job Satisfaction on Organizational Commitment

Measures of Organizational Training in the Capability Maturity Model Integration (CMMI)

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